ENGAGEMENT, EMPOWERMENT, AND MOTIVATION

Employee Engagement

Employee engagement means that workers:

Have

a strong emotional bond to their organization. Are actively involved in and committed to their work. Feel that their jobs are important. Know that their opinions and ideas have value Often go beyond their immediate job responsibilities for the good of the organization.

It leads to greater levels of satisfaction among the workforce.

Employee Engagement

Employee involvement may be viewed as creating the organizational context needed to support quality improvement processes.
Continuous Improvement Quality Products and Customer Service Job Satisfaction

Engagement

Employee Engagement
Advantages of Employee Engagement Replaces the adversarial mentality with trust and cooperation. Develops the skills and leadership capability of individuals, creating a sense of mission and fostering trust. Increases employee morale and commitment to the organization.

Employee Engagement
Advantages of Employee Engagement (cont) Fosters creativity and innovation, the source of competitive advantage. Helps people understand quality principles and instills these principles into the corporate culture. Allows employees to solve at the source immediately. Improves quality and productivity.

Employee Involvement

Employee Involvement refers to any activity by which employees participate in work-related decisions and improvement activities, with the objectives of tapping the creative energies of all employees and improving their motivation. Employee Suggestion System is a management tool for the submission, evaluation, and implementation of an employees idea.

Employee Involvement
Two main components: Individual implemented improvements Team-based system improvements

Empowerment

Empowerment means giving someone powergranting the authority to do whatever is necessary to satisfy customers, and trusting employees to make the right choices without management approval. Objective: To tap the creative and intellectual energy of everybody in the company, not just those in the executive suite to provide everyone with the responsibility for their own individual spheres of competence.

Empowerment

Five of Demings 14 Points relate directly to the notion of empowerment

Point

6: Institute training Point 7: Teach and Institute leadership Point 8: Drive out fear. Create trust. Create a climate for innovation. Point 10: Eliminate exhortations for the workforce. Point 13: Encourage education and selfimprovement for everyone.

Empowerment

Two Major Initiatives that managers must undertake:

Identify

and change organizational conditions that make people powerless. Increase peoples confidence that their efforts to accomplish something important will be successful.

Empowerment
Principles of Empowerment: Establish mutual trust Provide employees with Business information Ensure that employees are capable Dont ignore middle management
Roles

of Middle managers:

Maintaining

focus on the organizational values Managing solutions to system-level problems Acting as teachers and coaches

Empowerment
Principles of Empowerment (cont) Change the reward system

Empowerment
Reasons for the failure of Empowerment: Managers use empowerment to abdicate responsibility or task accountability, accepting accolades for successes and assigning fault to others for failure. Empowerment is deployed selectively. Empowerment is used as an excuse to not invest in training or employee. Managers do not recognize achievements.

Motivation

Motivation is a psychological feature that induces an organism to act towards a desired goal and elicits, controls, and sustains certain goal-directed behaviors. It can be considered a driving force; a psychological one that compels or reinforces an action toward a desired goal.

Motivation
Recognition and Rewards Recognition provides a visible means of promoting quality efforts and telling employees that the organization values their efforts, which stimulates their motivation to improve.

Motivation

Key practices lead to effective employee recognition and rewards:

Giving

both individual and team awards. Involving everyone. Trying rewards to quality based on measurable objectives. Allowing peers and customers to nominate and recognize superior performance. Publicizing extensively. Making recognition fun

Theories of Motivation
1.

Jobs Characteristics Theory

characteristics.

States that people will be more motivated to work and more satisfied with their jobs to the extent that their jobs possess certain core

Core characteristics:
Skill Variety Task identity Task significance Autonomy Feedback

Theory of Motivation
2.

Acquired Needs Theory

States that people are motivated by work that fulfill their needs.
Need for Achievement

People want to accomplish reasonably challenging goals and desire unambiguous feedback and recognition for their success. People seek approval from others, conform to their wishes and expectations, and avoid conflict and confrontation. People want to control environment, including people and material resources to benefit either themselves or

Need for Affiliation

Need for Power

Theory of Motivation
3.

Goal-Setting Theory

Theory of motivating employees and clarifying their role perceptions by establishing performance objectives. Characteristics of Goals (SMARTER)
Specific Measurable Achievable Time-framed Exciting Reviewed